%0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Jeong, H. David %E Choi, Kunhee %E Ko, Taewoo %E Gransberg, Douglas D. %E Le, Chau %T Contingency Factors to Account for Risk in Early Construction Cost Estimates for Transportation Infrastructure Projects %D 2022 %U https://nap.nationalacademies.org/catalog/26829/contingency-factors-to-account-for-risk-in-early-construction-cost-estimates-for-transportation-infrastructure-projects %> https://nap.nationalacademies.org/catalog/26829/contingency-factors-to-account-for-risk-in-early-construction-cost-estimates-for-transportation-infrastructure-projects %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 94 %X Accurate early construction cost estimates of projects are important in order for state departments of transportation (DOTs) to effectively fund and manage the overall construction program. When cost estimates at the scoping phase of a project closely match construction costs, available funding is properly allocated within the program.The TRB National Cooperative Highway Research Program's NCHRP Research Report 1025: Contingency Factors to Account for Risk in Early Construction Cost Estimates for Transportation Infrastructure Projects describes a method for developing estimates of contingency factors for common project-related risks that affect construction costs.Supplemental to the report are a downloadable spreadsheet-based tool that can be used to calculate contingency ranges based on project type and a presentation summarizing the project. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Mitchell, Alexa %E Williges, Chris %E Messner, John %T Lifecycle BIM for Infrastructure: A Business Case for Project Delivery and Asset Management %D 2023 %U https://nap.nationalacademies.org/catalog/26731/lifecycle-bim-for-infrastructure-a-business-case-for-project-delivery-and-asset-management %> https://nap.nationalacademies.org/catalog/26731/lifecycle-bim-for-infrastructure-a-business-case-for-project-delivery-and-asset-management %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 138 %X Building Information Modeling (BIM) allows transportation infrastructure project teams to improve the overall quality of the planning and design of projects as well as more efficiently construct the project through improved planning, cost control, and automation, such as machine-guided equipment.The TRB Cooperative Research Program's CRP Special Release 4: Lifecycle BIM for Infrastructure: A Business Case for Project Delivery and Asset Management focuses on the development of resources to support the adoption of BIM by highway agencies. Supplemental to the report are an assessment matrix for Appendix E: BIM Maturity Matrix for Transportation Agencies, BIM multi-media materials, and video interviews. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E USA, WSP %T Business Models to Facilitate Deployment of Connected Vehicle Infrastructure to Support Automated Vehicle Operations %D 2020 %U https://nap.nationalacademies.org/catalog/25946/business-models-to-facilitate-deployment-of-connected-vehicle-infrastructure-to-support-automated-vehicle-operations %> https://nap.nationalacademies.org/catalog/25946/business-models-to-facilitate-deployment-of-connected-vehicle-infrastructure-to-support-automated-vehicle-operations %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 269 %X State Departments of Transportation (DOTs) and other government agencies recognize the value of connected vehicle (CV) technologies in helping achieve the strategic objectives of saving lives and relieving congestion. Several agencies are currently planning and preparing for a future where CV technologies could become a part of their routine business operations. A core consideration in any such planning effort is an assessment of the need for and the nature of public CV infrastructure investments to support applications based on CV technologies.The TRB National Cooperative Highway Research Program's NCHRP Web-Only Document 289: Business Models to Facilitate Deployment of Connected Vehicle Infrastructure to Support Automated Vehicle Operations presents methods to identify the most plausible CV infrastructure investments, shows how to build effective business case arguments, and details specific business model options during project procurement and delivery. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Harper, Christofer M. %E Elliott, Jon %E Goodrum, Paul %E Tummalapudi, Manideep %E Tran, Daniel %E Mohamed, Mamdouh %E Taylor, Timothy R.B. %E Nasseradine, Hala %E Griffith, Ryan %E Waddle, Steve %E Hoyne, David %E Kliewer, Julie %T Training and Certification of Construction Inspectors for Transportation Infrastructure %D 2023 %U https://nap.nationalacademies.org/catalog/26879/training-and-certification-of-construction-inspectors-for-transportation-infrastructure %> https://nap.nationalacademies.org/catalog/26879/training-and-certification-of-construction-inspectors-for-transportation-infrastructure %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 166 %X Construction inspectors (CIs) are the frontline workforce that ensures the work on transportation infrastructure projects meets the design and contract requirements and that the finished product meets or exceeds the quality standards. The TRB National Cooperative Highway Research Program's NCHRP Web-Only Document 337: Training and Certification of Construction Inspectors for Transportation Infrastructure details the process for developing NCHRP Research Report 1027: Guide to Recruiting, Developing, and Retaining Construction Inspectors that presents a systematic process to establish and maintain the career development of CIs as an integral asset to the transportation infrastructure sector. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Inc., Douglas D. Gransberg, Gransberg & Associates %E LLC, Michael Loulakis, Capital Project Strategies %E Molenaar, University of Colorado at Boulder Keith %E PLLC, Steven D. DeWitt, Transportation Infrastructure Solutions %E Rueda-Benavides, Auburn University Jorge %E Pomona, Ghada Gad, California State Polytechnic University %E LLC, Debra R. Brisk, DRB Consulting %T Guidebook for Implementing Alternative Technical Concepts in All Types of Highway Project Delivery Methods %D 2020 %U https://nap.nationalacademies.org/catalog/25866/guidebook-for-implementing-alternative-technical-concepts-in-all-types-of-highway-project-delivery-methods %> https://nap.nationalacademies.org/catalog/25866/guidebook-for-implementing-alternative-technical-concepts-in-all-types-of-highway-project-delivery-methods %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 102 %X The past decade has been characterized by the pressing need to rapidly renew the nation’s deteriorating infrastructure, which has driven the increased use of alternative contracting methods for transportation and other infrastructure projects.The TRB National Cooperative Highway Research Program's NCHRP Research Report 937: Guidebook for Implementing Alternative Technical Concepts in All Types of Highway Project Delivery Methods is designed to help guide alternative technical concepts (ATCs) in the state highway project delivery process. The ATC process—used with design-build highway project delivery—solicits design modification ideas offered by respondents during the bidding process. These modifications aim to encourage innovation and improve design requirements while giving the respondent a competitive advantage.The report is accompanied by an Excel-based ATC Implementation Toolkit and an associated publication, NCHRP Web-Only Document 277: Implementing Alternative Technical Concepts in All Types of Highway Project Delivery Methods. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Luecke, Kevin %E Cabral, Laura %E Goodman, Dan %E Hillman, Thomas %T Measuring Investments in Active Transportation When Accomplished as Part of Other Projects %D 2022 %U https://nap.nationalacademies.org/catalog/26726/measuring-investments-in-active-transportation-when-accomplished-as-part-of-other-projects %> https://nap.nationalacademies.org/catalog/26726/measuring-investments-in-active-transportation-when-accomplished-as-part-of-other-projects %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 78 %X There are few inventories of state investments in active transportation, at least partially because there is no federally mandated requirement to report on these investments. They are often accomplished as part of larger infrastructure projects, in order to realize the efficiencies inherent in making changes across modes on a network at the same time.The TRB National Cooperative Highway Research Program's NCHRP Synthesis 596: Measuring Investments in Active Transportation When Accomplished as Part of Other Projects documents the methods that state departments of transportation are using to track and record their investments in active transportation infrastructure when accomplished as part of other projects. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Krop, Richard A. %E Tuccillo, Mary Ellen %E Rooke, Jaime %E Young, Michelle L. %E Walters, Martha %E Proudfoot, Joshua %E Overdevest, Justin %E Furey, Robert %E Frink, Karen %E Malick, Amy %E Gardiner, Nancy %T Benefit–Cost Analyses Guidebook for Airport Stormwater %D 2019 %U https://nap.nationalacademies.org/catalog/25617/benefit-cost-analyses-guidebook-for-airport-stormwater %> https://nap.nationalacademies.org/catalog/25617/benefit-cost-analyses-guidebook-for-airport-stormwater %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 116 %X Many airports undertake stormwater projects to accommodate facility expansion, address obsolescence, and respond to evolving regulatory requirements. Often, stormwater infrastructure is installed or upgraded on a project-by-project and piecemeal basis, resulting in mismatches of sizes, material types, ages, and conditions.When airports are considering expanding or improving their stormwater facilities, the immediate need for stormwater infrastructure modification may not be clear, and a benefit–cost analysis (BCA) is needed.The TRB Airport Cooperative Research Program's ACRP Research Report 208: Benefit–Cost Analyses Guidebook for Airport Stormwater provides guidance on using BCAs to identify, evaluate, and select airport stormwater management projects. The guidance focuses on a triple bottom line approach that considers an airport’s finances and environmental and societal impacts. The guidance will be particularly helpful for small airports that may not have BCA expertise or experience with innovative stormwater projects. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %E Jenkins, Bryant %E Amini, Lisa %E deMello, Krista %E Benford, Samuel %E Doherty, Charles %E Bennon, Michael %E Sharma, Rajiv %T Leveraging Private Capital for Infrastructure Renewal %D 2019 %U https://nap.nationalacademies.org/catalog/25561/leveraging-private-capital-for-infrastructure-renewal %> https://nap.nationalacademies.org/catalog/25561/leveraging-private-capital-for-infrastructure-renewal %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 128 %X Public–private partnerships (P3s) can provide solutions to the project delivery challenges faced by state departments of transportation (DOTs) and local transportation agencies in delivering surface transportation infrastructure by aligning risks and rewards between public and private sectors, accelerating project delivery, improving operations and asset management, realizing construction and operational cost savings, and attracting private-sector equity investment.P3s are becoming an increasingly important option for financing and implementing critical improvements to U.S. surface transportation infrastructure. As interest in P3s grows, U.S. transportation agencies and stakeholders evaluating the potential benefits of P3s have raised issues relating to the role of private equity in these transactions.Recognizing the complexity and challenges of structuring a highway or bridge P3 compared to a conventional procurement, the objective of NCHRP Synthesis 540: Leveraging Private Capital for Infrastructure Renewal is to bridge the knowledge gap on the role of equity in surface transportation P3 projects and to document current practices relating to private-equity investments in small-scale and large-scale transportation infrastructure projects. %0 Book %A Transportation Research Board %A National Academies of Sciences, Engineering, and Medicine %T Climate Resilience and Benefit–Cost Analysis: A Handbook for Airports %D 2019 %U https://nap.nationalacademies.org/catalog/25497/climate-resilience-and-benefit-cost-analysis-a-handbook-for-airports %> https://nap.nationalacademies.org/catalog/25497/climate-resilience-and-benefit-cost-analysis-a-handbook-for-airports %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 160 %X TRB’s Airport Cooperative Research Program (ACRP) Research Report 199: Climate Resilience and Benefit–Cost Analysis: A Handbook for Airports provides information on how to apply benefit–cost analysis tools and techniques to improve decision making affecting resilience of airport infrastructure projects in response to potential long-term impacts of climate change and extreme weather events.The handbook is designed to improve the process by which infrastructure investment strategies are evaluated, with an emphasis on ensuring climate-related resiliency.Procedures for presenting assumptions and results transparently and for implementing the process are also included so that industry users and decision makers can understand and communicate the outcome of the analytical process.Based on data availability, the analytical methods included in the handbook focus on two specific areas of climate change likely to affect airports (although these methods can, in principle, be used more widely): (1) the potential for extreme flooding events resulting from storm surge and sea level rise near coastal airports, and (2) the potential for rising temperatures that require weight restrictions on aircraft takeoffs (or possibly full flight delays) at airports with shorter runways in warm climates or at high elevations.The results available from application of the suggested methodologies do not necessarily make the decision of whether to invest in a mitigation project to combat climate change any easier but, rather, provide a full range of potential outcomes and possibilities for airport planners and managers to consider. Using this methodology, airport decision makers can then determine how much risk from uncertain climate change and extreme weather events they are willing or able to accommodate. Implementation of the methods presented in the handbook can be used to obtain essential quantifiable estimates of those risks, which is of particular value to airport financial professionals.The handbook is accompanied by a set of Microsoft Excel models to support the decision-making process (one for extreme water rise causing potential flooding events, and the other for high temperatures that may affect weight restrictions on aircraft takeoffs), a video tutorial, a report summary document, and an executive briefing to help decision makers understand the process. %0 Book %A National Research Council %T Progress in Improving Project Management at the Department of Energy, 2002 Interim Assessment %D 2002 %U https://nap.nationalacademies.org/catalog/10389/progress-in-improving-project-management-at-the-department-of-energy-2002-interim-assessment %> https://nap.nationalacademies.org/catalog/10389/progress-in-improving-project-management-at-the-department-of-energy-2002-interim-assessment %I The National Academies Press %C Washington, DC %G English %P 5 %0 Book %A National Research Council %T Interim Letter Report for the Improved Project Management in the Department of Energy %D 2001 %U https://nap.nationalacademies.org/catalog/10058/interim-letter-report-for-the-improved-project-management-in-the-department-of-energy %> https://nap.nationalacademies.org/catalog/10058/interim-letter-report-for-the-improved-project-management-in-the-department-of-energy %I The National Academies Press %C Washington, DC %G English %P 11 %0 Book %A National Research Council %T Progress in Improving Project Management at the Department of Energy: 2002 Assessment %@ 978-0-309-08909-8 %D 2003 %U https://nap.nationalacademies.org/catalog/10679/progress-in-improving-project-management-at-the-department-of-energy %> https://nap.nationalacademies.org/catalog/10679/progress-in-improving-project-management-at-the-department-of-energy %I The National Academies Press %C Washington, DC %G English %K Industry and Labor %K Transportation and Infrastructure %P 125 %X In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the NRC to carry out a series of assessments of project management at the Department of Energy (DOE). This report, the 2002 Assessment, is the second in that series. It presents an examination of DOE's progress in improving program management over the past two years and offers recommendations regarding project management methodology and project oversight. %0 Book %A National Research Council %T Assessment of the Results of External Independent Reviews for U.S. Department of Energy Projects %@ 978-0-309-10639-9 %D 2007 %U https://nap.nationalacademies.org/catalog/11887/assessment-of-the-results-of-external-independent-reviews-for-us-department-of-energy-projects %> https://nap.nationalacademies.org/catalog/11887/assessment-of-the-results-of-external-independent-reviews-for-us-department-of-energy-projects %I The National Academies Press %C Washington, DC %G English %K Energy and Energy Conservation %K Industry and Labor %P 74 %X Peer review is an essential component of engineering practice and other scientific and technical undertakings. Peer reviews are conducted to ensure that activities are technically adequate, competently performed, and properly documented; to validate assumptions, calculations, and extrapolations; and to assess alternative interpretations, methodologies, acceptance criteria, and other aspects of the work products and the documentation that support them. Effective peer reviews are conducted in an environment of mutual respect, recognizing the contributions of all participants. Their primary objective is to help the project team achieve its goals. Reviews also contribute to quality assurance, risk management, and overall improvement of the management process. The U.S. Department of Energy (DOE) conducts different types of peer reviews at the different stages of a project, including reviews to assess risks and other factors related to design, safety, cost estimates, value engineering, and project management. Independent project reviews (IPRs) are conducted by federal staff not directly affiliated with the project or program and management and operations (M&O) contractors. External independent reviews (EIRs) are overseen by the Office of Engineering and Construction Management and conducted by contractors external to the department. EIRs are the primary focus of this report. However, the committee found that, in many cases, IPRs are explicitly used as preparation for or as preliminary reviews prior to EIRs. Thus, because IPRs are integral to the review process in DOE, they are also discussed because they might have an effect on EIRs. In October 2000, DOE issued Order 413.3, Program and Project Management for the Acquisition of Capital Assets (DOE, 2000). The order established a series of five critical decisions (CDs), or major milestones, that require senior management review and approval to ensure that a project satisfies applicable mission, design, security, and safety requirements: approve mission need, approve alternative selection and cost range, approve performance baseline, approve start of construction, and approve start of operations or project closeout. Assessment of the Results of External Independent Reviews for U. S. Department of Energy Projects summarizes the results. %0 Book %A National Research Council %T The Owner's Role in Project Risk Management %@ 978-0-309-09518-1 %D 2005 %U https://nap.nationalacademies.org/catalog/11183/the-owners-role-in-project-risk-management %> https://nap.nationalacademies.org/catalog/11183/the-owners-role-in-project-risk-management %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 102 %X Effective risk management is essential for the success of large projects built and operated by the Department of Energy (DOE), particularly for the one-of-a-kind projects that characterize much of its mission. To enhance DOE’s risk management efforts, the department asked the NRC to prepare a summary of the most effective practices used by leading owner organizations. The study’s primary objective was to provide DOE project managers with a basic understanding of both the project owner’s risk management role and effective oversight of those risk management activities delegated to contractors. %0 Book %A National Research Council %T Progress in Improving Project Management at the Department of Energy: 2003 Assessment %@ 978-0-309-09180-0 %D 2004 %U https://nap.nationalacademies.org/catalog/10931/progress-in-improving-project-management-at-the-department-of-energy %> https://nap.nationalacademies.org/catalog/10931/progress-in-improving-project-management-at-the-department-of-energy %I The National Academies Press %C Washington, DC %G English %K Energy and Energy Conservation %K Transportation and Infrastructure %P 130 %X In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the NRC to carry out a series of assessments of project management at the Department of Energy (DOE). This report, the 2003 Assessment, is the final one in that series. It presents an examination of DOE's progress in improving program management over the past three years including the Department's response to the recommendations of the previous assessments in this series. In addition to assessing DOE’s progress, the report also describes opportunities for further improvement and gives a prognosis for future developments. %0 Book %A National Academy of Engineering %A National Research Council %A Transportation Research Board %T Completing the "Big Dig": Managing the Final Stages of Boston's Central Artery/Tunnel Project %@ 978-0-309-08887-9 %D 2003 %U https://nap.nationalacademies.org/catalog/10629/completing-the-big-dig-managing-the-final-stages-of-bostons %> https://nap.nationalacademies.org/catalog/10629/completing-the-big-dig-managing-the-final-stages-of-bostons %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %P 59 %X Boston's Central Artery/Tunnel Project, a 7.8 mile system of bridges and underground highways and ramps, is the most expensive public works project ever undertaken in the United States. The original cost estimate of $2.6 billion has already been exceeded by $12 billion, and the project will not be completed until 2005, seven years late. The Massachusetts Turnpike Authority (MTA), the public steward of the project, requested that the National Research Council carry out an independent assessment of the project's management and contract administration practices, with a focus on the present situation and measures that should be taken to bring the project to a successful conclusion. This report presents the committee's findings and recommendations pertaining to cost, scheduling, and transitioning from the current organization dominated by consultants to an operations organization composed largely of full-time MTA staff. The report recommends that MTA establish an external, independent, peer-review program to address technical and management issues until the transition to operations and maintenance is complete; begin a media campaign now to teach drivers how to use the new system safely; and develop, immediately implement, and maintain a comprehensive security program. %0 Book %A Institute of Medicine %E McGeary, Michael %E Hanna, Kathi E. %T Strategies to Leverage Research Funding: Guiding DOD's Peer Reviewed Medical Research Programs %@ 978-0-309-09277-7 %D 2004 %U https://nap.nationalacademies.org/catalog/11089/strategies-to-leverage-research-funding-guiding-dods-peer-reviewed-medical %> https://nap.nationalacademies.org/catalog/11089/strategies-to-leverage-research-funding-guiding-dods-peer-reviewed-medical %I The National Academies Press %C Washington, DC %G English %K Health and Medicine %P 192 %X Since 1992 the Department of Defense (DOD), through the U.S. Army Medical Research and Material Command, has received congressionally earmarked appropriations for programs of biomedical research on prostate, breast, and ovarian cancer; neurofibromatosis; tuberous sclerosis; and other health problems. Appropriations for these Congressionally Directed Medical Research Programs are used to support peer reviewed extramural research project, training, and infrastructure grants. Congress has become concerned about funding increases for these programs given current demands on the military budget. At the request of Congress, the Institute of Medicine (IOM) examined possibilities of augmenting program funding from alternative sources. The resulting IOM book, Strategies to Leverage Research Funding: Guiding DOD’s Peer Reviewed Medical Research Programs, focuses on nonfederal and private sector contributions that could extend the appropriated funds without biasing the peer review project selection process. %0 Book %A National Research Council %T Progress in Improving Project Management at the Department of Energy: 2001 Assessment %@ 978-0-309-08280-8 %D 2001 %U https://nap.nationalacademies.org/catalog/10266/progress-in-improving-project-management-at-the-department-of-energy %> https://nap.nationalacademies.org/catalog/10266/progress-in-improving-project-management-at-the-department-of-energy %I The National Academies Press %C Washington, DC %G English %K Industry and Labor %K Energy and Energy Conservation %P 140 %X The Department of Energy (DOE) is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology. The projects represent the diverse nature of DOE's missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities. This report is an assessment of the status of project management in the Department of Energy as of mid-2001 and the progress DOE has made in this area since the National Research Council (NRC) report Improving Project Management in the Department of Energy (Phase II report) was published in June 1999. %0 Book %A National Research Council %T Proceedings of Government/Industry Forum: The Owner's Role in Project Management and Preproject Planning %@ 978-0-309-08425-3 %D 2002 %U https://nap.nationalacademies.org/catalog/10343/proceedings-of-governmentindustry-forum-the-owners-role-in-project-management %> https://nap.nationalacademies.org/catalog/10343/proceedings-of-governmentindustry-forum-the-owners-role-in-project-management %I The National Academies Press %C Washington, DC %G English %K Industry and Labor %K Engineering and Technology %P 50 %X Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner's representatives in dealing with projects and contractors.The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner's role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management. %0 Book %A National Research Council %T Measuring Performance and Benchmarking Project Management at the Department of Energy %@ 978-0-309-09708-6 %D 2005 %U https://nap.nationalacademies.org/catalog/11344/measuring-performance-and-benchmarking-project-management-at-the-department-of-energy %> https://nap.nationalacademies.org/catalog/11344/measuring-performance-and-benchmarking-project-management-at-the-department-of-energy %I The National Academies Press %C Washington, DC %G English %K Transportation and Infrastructure %K Energy and Energy Conservation %P 52 %X In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council (NRC) to carry out a series of assessments of project management at the Department of Energy (DOE). The final report in that series noted that DOE lacked an objective set of measures for assessing project management quality. The department set up a committee to develop performance measures and benchmarking procedures and asked the NRC for assistance in this effort. This report presents information and guidance for use as a first step toward development of a viable methodology to suit DOE’s needs. It provides a number of possible performance measures, an analysis of the benchmarking process, and a description ways to implement the measures and benchmarking process.